A few years ago I had a superior that would cram this book down our throats at work. You know how Mad Eye Moody would yell ‘Constant Vigilance’ all the time? Imagine that, but with the quote ‘Extreme Ownership!’
This superior was in no way Mad Eye Moody – same large haggard appearance but not at all the protector that Mad Eye was.
When this phrase was being screamed at me I picked up the Extreme Ownership book because I needed to see if what was being screamed at me was actually worth it.
Trick question though because the book and it’s lessons are AMAZING just not in the way they were being used. I highly recommend that everyone reads this book – it really is a solid read. I’ve read it three times: the first was when I was in a reactionary state of mind, the second when I started my new job, and the third before I wrote this post. Each time I’ve learned something new. I’ve got this book covered in highlights, notes, and post its.
It was written by two U.S. Navy Seal Officers who relate the principles they give you to real life situations they faced in combat. The book is an intense look into international combat with the real life stories and photos but it is also practical in it’s lessons.
Four Big Takeaways from Extreme Ownership
Takeaway #1: It’s on You – don’t wait for others to solve the problems of your team, don’t blame or make excuses for poor performance, take responsibility and work to solve the problems. Assess the problem, acknowledge the failure, own the problems, and plan the steps to win. Extreme Ownership means if there is a problem – YOU are the reason.
As a leader employing Extreme Ownership, if your team isn’t doing what you need them to do, you first have to look at yourself
Takeaway #2: Share the “Why” – have you ever gotten a directive from above and you’re like WTF this makes zero sense! That’s why sharing the “why” with your team is important. It gives them a “buy in” and leads to effective implementation of the plan.
The test for a successful brief is simple: Do the team and the supporting elements understand it?
Takeaway #3: Debrief – after every meeting, operation, trial, etc you want to debrief what went right, what went wrong, and what can be done differently in the future. These debriefs aren’t a time to pass blame or shame it’s a time for growth.
The best teams employ constant analysis of their tactics…
Takeaway #4: Planning – planning and having a standard way of doing things doesn’t make you more rigid or inflexible it gives you the opportunity to become more efficient and adaptable. For example: I created a checklist for my trial prep because there are some things that never change. Specific motions have specific due dates and if I can check those off I will never forget to file them on time. This leaves me time to work more in depth on my prep.
Discipline is the pathway to freedom
What Extreme Ownership is NOT
An excuse.
The phrase isn’t a shield or a spear. As a leader you cannot say ‘Extreme Leadership’ as an admonition to a subordinate that you think it doing wrong. That in itself is not taking extreme ownership. The phrase isn’t a way for you to throw blame on someone else or beat them down.
Working under poor leadership and an unending cycle of blame, the team constantly failed
Like I said before grab this book and give it a read. Since it also gives you stories from Seal team operations it’s not a whole book of do this/do that. The real life stories break up the book so if career lessons aren’t really your thing but you like action movies this is a good book to get your feet wet.
Trust me – buy this book, read this book, then read it again. If you apply these principles it will change your career.
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